THE INFLUENCE OF LEADERSHIP, ORGANIZATIONAL CULTURE, WORK ENVIRONMENT AND COMMITMENT ON THE PERFORMANCE OF GOODS/SERVICES PROCUREMENT MANAGERS THROUGH JOB SATISFACTION AS AN INTERVENING VARIABLE IN THE RIAU ISLANDS PROVINCE

This study aims to analyze the influence of leadership, organizational culture, work environment, and competence on the performance of managers of procurement of goods/services with job satisfaction as an intervening variable in the Ministry of Health. The data used in this study is primary data obtained from distributing questionnaires to 145 employees managing the procurement of goods/services of the Ministry of Health as respondents. The sampling technique used is simple random sampling. Structural Equation Modeling (SEM) with AMOS was used to test the research hypothesis. The results of the direct influence analysis showed that leadership, work environment and competence had a positive and significant effect on job satisfaction, while organizational culture had a negative and insignificant effect on job satisfaction. Leadership, organizational culture and work environment have a positive and insignificant effect on performance, while competence and job satisfaction have a positive and significant effect on performance. The results of the indirect influence analysis show that leadership, organizational culture, work environment and competence have a positive and significant effect on performance through job satisfaction.

reason, besides being required to have the knowledge, skills and abilities, every employee must also have experience of motivation, self-discipline and high morale, so that if the employees in the office are good, the office performance will also increase leading to office goals (SP Siagian, 2002). Employee competence is something to carry out work or tasks that are based on skills and knowledge and are supported by the work attitude demanded by the job. The skills or abilities required by an employee as demonstrated by the ability to consistently provide an adequate or high level of performance in a job function. The definition of competence by Spencer cited by Moeheriono (2014) is as a characteristic that underlies a person related to the effectiveness of individual performance in his work or the basic characteristics of individuals who have a causal relationship or as a cause and effect with the criteria used as a reference. According to Spencer, competence lies within every human being and will forever exist in a person's personality which can predict behavior and performance in a broad way in all situations and work tasks. This research is a causal explanatory research in the form of a survey that aims to determine the pattern of causal relationships between exogenous variables, namely Leadership, Organizational Culture, Work Environment, Competence with endogenous variables namely Performance and job satisfaction as intervening variables within the framework of Human Resource Management theory.

RESEARCH METHODS
Data Collection Methods and Procedures The data collection technique used in this research is to use individual questionnaires to the Goods/Services Procurement Manager in the Riau Islands Provincial Government. The scale used as a variable measurement in the answers or questionnaires from the respondents is to use a Likert scale, which contains five levels of answers (weight scores) from 1 to 5.

Population and Sample
a. Population Populationis the entire research subject (Arikunto, 2002: 108).Populationis the whole of the variables related to the problem under study (Nursalam. 2003).Sampleis a part to be taken from the whole object under study and is considered to represent the wholepopulation. The population in this study were all Commitment Making Officers (PPK) of Regional Apparatus Organizations (OPD), namely as many as 43 OPD with 105 Commitment Making Officials (PPK).
b. Sample can predict behavior and performance in a broad way in all situations and work tasks.

Figure 1 Thinking Framework
This research is a causal explanatory research in the form of a survey that aims to determine the pattern of causal relationships between exogenous Sample is a part to be taken from the whole object under study and is considered to represent the wholepopulation. The population in this study were all Commitment Making Officials (PPK) of Regional Apparatus Organizations (OPD), namely as many as 43 OPD with 105 Commitment Making Officials (PPK). All populations are used as samples or saturated samples.

DATA PROCESSING
Researchers conducted a pilot test on 20 samples to test the validity and reliability of the research questionnaire. Then distributed questionnaires to 105 research samples and then processed the data using the structural equation modeling (SEM) method with the AMOS 23 application.

Perception of Respondents
Respondents gave quite positive answers to the leadership variable indicated by agreeing answers (48%). The results of the analysis of the average of all answers on the variable Leadership is equal to 3.80. The results above show that the Leadership variable with the highest indicator is the Communicator at 3.88. Respondents gave quite positive answers to the Organizational Culture variable marked by agreeing answers (50%). The results of the overall average analysis of respondents' answers on the Organizational Culture variable amounted to 4.20. The results above show that the Organizational Culture variable with the highest indicator is Self-Awareness of 4.11. Respondents gave quite positive answers to the Work Environment variable marked by agreeing (30%). The results of the overall average analysis of respondents' answers to the Work Environment variable amounted to 3.25. The results above show that the Work Environment variable with the highest indicator is Lighting at 3.40. Respondents gave quite positive answers to the Competency variable marked by agreeing (49%). The results of the analysis of the overall average respondent's answers to the Competency variable are 3.90. The results above show that the Competency variable with the highest indicator is a score of 5.07. Respondents gave quite positive answers to the Performance variable marked by agreeing (50%). The results of the analysis of the overall average of respondents' answers on the Performance variable amounted to 3.64. The results above show that the Performance variable with the highest indicator is Quality 3.96. Respondents gave quite positive answers to the variable Job Satisfaction indicated by agreeing (48%). The results of the overall average analysis of respondents' answers to the variable Job Satisfaction amounted to 3.72.

Test the Validity and Reliability of Research Instruments
To test the validity of the questionnaire, Pearson's Correlation (Simple Correlation, Product Correlation of Moments from Karl Pearson, 1939) was used with the help of SPSS 26 application. The r count results of all questions are greater or > r table. Thus the questionnaire or research instrument is valid (Ghozali, 2013). While the reliability test is based on the value of the Cronbach's Alpha parameter. Through the SPSS 26 application, the results obtained are r Alpha > minimum limit (0.70) so that the questionnaire is reliable or the respondents are consistent in answering questions/questionnaires and can be trusted/reliable (Ghozali, 2013).

Data Normality Test and Multivariate Outliers
Based on the data normality test, the multivariate data values are normally distributed. While the results of the Outlier Multivariate test show that the d-squared Mahalanobis value

Azwandi, Muammar Khadafi, Chablullah Wibisono, Damsar
indicates the highest observed value has a value below the Chi-Square value at 29 degrees of freedom, namely the number of indicators at a significant level of p <0.001. Thus the analysis can be continued at the next stage (Tomarken and Waller, in Suryanto, 2011).

Latent Construct Validity and Reliability Test
In testing the validity through Confirmatory Factor Analysis or testing the significance of the indicators that make up the exogenous variables showing all indicators of each variable leadership, organizational culture, work environment, competency, job satisfaction and employee performance used in this research can representeach latent variable is good, which is marked by a CR (Critical Ratio) value > 1.96 and significant with a p = 0.001 or below probability (p) < 0.05 (Ghozali, 2010). The calculation results show that all indicators are valid because they have a standard factor loading (FMS) value of > 0.50, so no modification of the model and constructs of all latent variables is required (Heir et al;Wijanto. 2008). In testing the construct reliability (CR) it was stated that the CR of all latent variable constructs from the study had construct reliability (CR) ≥ 0.70 or reliable, meaning that indicators can be used as formers/measuring each latent variable (Wijanto; Ghozali, 2013). Based on the results of the feasibility test of the full confirmatory model, it is known that the Probability criteria, CMIN/DF, RMSEA, AGFI, TLI and CFI are in the good category while chi-square and GFI are in the pretty good (marginal) category. This can happen because of the many variables and indicators studied, so that it has a level of complexity in calculating the SEM analysis tool. From several model feasibility tests, the model is said to be feasible if at least one of the due diligence methods is met (Hair, J., F. 2019). Thus it can be concluded that the fit of the predicted model with the observed values meets the requirements. Thus the analysis can be continued on hypothesis testing.

RESULTS OF HYPOTHESIS TESTING AND DISCUSSION Direct Influence Analysis
Testing is carried out using the P-value or Critical Ratio (CR) on the Standardized Regression Weight from the results of data processing. The results showed that the critical ratio (CR) was 3.099 with a probability of 0.002. The CR value above 2 (in this case is 3.099) indicates that the variable relationship is correct. Because the CR value > 1.96 and the probability value < 0.05, it can be concluded that leadership has a positive and significant effect on job satisfaction, so the first hypothesis which states that leadership has a positive and significant effect on job satisfaction is acceptable. This shows that the higher the value of Leadership will increasingly affect increased Job Satisfaction. 2) Hypothesis Testing 2 The research results showCR value of -1.789 with a probability of 0.074. CR values below 2 (in this case -1.789) indicate that the variable relationship is incorrect. Because of the value of CR < 1.96 and probability > 0.05, it can be concluded that Organizational Culture has no positive and significant effect on Job Satisfaction, so the second hypothesis states that Organizational Culture has a positive and significant effect on Job Satisfaction, can be rejected. This shows that Organizational Culture cannot influence Job Satisfaction.

3) Hypothesis Testing 3
The results showed that the CR value was 2.690 with a probability of 0.007. A CR value above 2 (in this case 2.986) indicates that the variable relationship is correct. Because the CR value > 1.96 and probability < 0.05, it can be concluded that the work environment has a positive and significant effect on job satisfaction, acceptable. This shows that the work environment can affect job satisfaction.

4) Hypothesis Testing 4
The results showed that the CR value was 2.318 with a probability of 0.020. The CR value above 2 (in this case is 2.318) indicates that the relationship between variables is correct. Because the CR value > 1.96 and probability < 0.05, it can be concluded that competence has a positive and significant effect on job satisfaction, so the fourth hypothesis which states that competence has a positive and significant effect on job

THE INFLUENCE OF LEADERSHIP, ORGANIZATIONAL CULTURE, WORK ENVIRONMENT AND COMMITMENT ON THE PERFORMANCE OF GOODS/SERVICES PROCUREMENT MANAGERS THROUGH JOB SATISFACTION AS AN INTERVENING VARIABLE IN THE RIAU ISLANDS PROVINCE
Azwandi, Muammar Khadafi, Chablullah Wibisono, Damsar satisfaction, can be accepted. This shows that the higher the competence possessed, the more it will affect Job Satisfaction.

5) Hypothesis Testing 5
The results showed that the CR value was 0.289 with a probability of 0.004. The CR value below 2 (in this case is 0.289) indicates that the variable relationship is not really true. Because the CR value < 1.96 and probability > 0.05, it can be concluded that leadership has no positive and significant effect on performance, so that the fifth hypothesis which states that leadership directly has a positive and significant effect on performance can be rejected. This shows that leadership has no effect on performance. 6) Hypothesis Testing 6 The research results showCR value of -0.937 with a probability of 0.259. The CR value below 2 (in this case is -0.937) indicates that the variable relationship is incorrect. Because of the value of CR < 1.96 and probability > 0.05, it can be concluded that Organizational Culture has no positive and significant effect on performance, so the sixth hypothesis which states that Organizational Culture directly has a positive and significant effect on performance, can be rejected. This shows that Organizational Culture no effect on Performance. 7) Hypothesis Testing 7 The research results showCR value of -0.200 with a probability of 0.841. A CR value below 2 (in this case is -0.200) indicates that the variable relationship is incorrect. Because of the value of CR < 1.96 and probability > 0.05, it can be concluded that the work environment has no positive and significant effect on performance, so the seventh hypothesis which states that the work environment directly has a positive and significant effect on performance can be rejected. This shows that the work environment has no effect on performance.

8) Hypothesis Testing 8
The results showed that the CR value was 2.749 with a probability of 0.006. The CR value above 2 (in this case is 2.749) indicates that the variable relationship is correct. Because the CR value > 1.96 and probability < 0.05, it can be concluded that competence has a positive and significant effect on performance, so that the eighth hypothesis which states that competence directly has a positive and significant effect on performance is acceptable. This shows that the higher the competence that is owned will increasingly affect the increased performance. 9) Hypothesis Testing 9 The results showed that the CR value was 5.059 with a probability of 0.000. The CR value above 2 (in this case is 5.059) indicates that the variable relationship is correct. Because the CR value > 1.96 and probability < 0.05, it can be concluded that Job Satisfaction has a positive and significant effect on performance, so the ninth hypothesis which states that Job Satisfaction has a direct positive and significant effect on performance, can be accepted. This shows that the higher the Job Satisfaction that is owned, the more it will affect the increased performance.

Indirect Influence Analysis
The indirect effect is the effect of an exogenous variable on the dependent endogenous variable through an intervening variable or mediator, namely Job Satisfaction. To test the indirect effect is done using the Sobel Test. Based on the results of the Sobel test in the appendix, the magnitude of the indirect effect can be presented in the following table. Based on the results of testing the indirect effect (Indirect Effect) between variables, namely the influence of Leadership, Organizational Culture, Work Environment, Competence on Performance through Job Satisfaction Intervening. The complete explanation of the indirect effect test is as follows:

1) Hypothesis Testing 10
The results showed that the CR value was 2.302 and the probability was 0.005. The CR value above 2 (in this case is 2.302) indicates that the variable relationship is correct. Because the CR value > 1.96 and probability < 0.05, it can be concluded that leadership has an indirect positive and significant effect on performance through job satisfaction, is accepted. This shows that leadership indirectly influences performance through job satisfaction.

2) Hypothesis Testing 11
The results showed that the CR value was 2,510 and the probability was 0.023. The CR value above 2 (in this case is 2.510) indicates that the variable relationship is correct. Because the CR value is > 1.96 and the probability is <0.05, it can be concluded that organizational culture has an indirect positive and significant effect on performance through job satisfaction, which is acceptable. This shows that Organizational Culture indirectly influences Performance through Job Satisfaction.

3) Hypothesis Testing 12
The results showed that the CR value was 2.284 and the probability was 0.007. The CR value above 2 (in this case is 2.284) indicates that the variable relationship is correct. Because the CR value is > 1.96 and the probability is < 0.05, it can be concluded that the work environment has a positive and significant indirect effect on performance through job satisfaction, which is acceptable. This shows that the work environment indirectly affects performance through job satisfaction.

4) Hypothesis Testing 13
The results showed that the CR value was 3.683 and the probability was 0.004. The CR value above 2 (in this case is 3.383) indicates that the variable relationship is correct. Because the CR value > 1.96 and probability <0.05, it can be concluded that competence indirectly has a positive and significant effect on performance through job satisfaction, which is acceptable. This shows that competence indirectly affects performance through satisfaction

CONCLUSION
Based on the results of research and data analysis that has been done, the conclusions in this study are: 1. The results of the direct effect analysis show that leadership, work environment and competence have a positive and significant effect on job satisfaction, while organizational culture has a negative and insignificant effect on job satisfaction. Leadership and organizational culture have a positive and not significant effect on performance, while competence, work environment and job satisfaction have a positive and significant effect on performance. 2. The results of the indirect influence analysis show that leadership, organizational culture, work environment and competence have a positive and significant effect on performance through job satisfaction.